Comparing Deming’s 14 Points and Theory X & Theory Y in Educational Management

Running head: EDUCATIONAL MANAGEMENT
Educational Management
Name of the Student
Name of the University
Author Note

1EDUCATIONAL MANAGEMENT
Comparing Deming’s 14 Points and Theory X & Theory Y and their application to an
Educational Institution
Before getting into the application of Deming’s 14 point to a real-world institution, it is
essential to understand the fundamental philosophy of the theory. Goetsch and Davis (2014)
mentioned that Deming’s theory is something that might be insufficient to simply resolve
challenges that increase. More specifically, a culture continuous enhancement should be
developed and maintained with the overall goals of achieving customer satisfaction. This
author has arguably mentioned the fact that Deming’s philosophy requires a greatest range of
corporate cultural change. The application of such approach is quite different from the
conventional views that organizations nourish as unlike other approach, Deming’s theory
usually start at the top in any changes in the nature could fail the overall goals. It is identified
that Deming’s 14 theory holds several points; such as the first point says the fact that long-
term future is highly necessary and it should fundamentally remain as the base for change
(Kuei & Lu, 2013).
This elaborates the fact that application of a long-term purpose could bring a climate
of stability as well as long-term sustainability and under such climate persistent enhancement
is highly realistic (Pathak et al., 2015). For example, if an educational institution wishes to
remain sustainable in education sector, it has to rely on a suitable long-term planning which
would also help to address the temporary challenges. It is worth stating that the investment or
effort that organizations put on implementation of the approach is most likely to have their
returns. However, it is quite certain that an establishment under long-term planning is most
likely to deviate from its eventual goals but the success lies in the action when management
when the management of an institution sets the principle of theory as the top one priority and
obligation

2EDUCATIONAL MANAGEMENT
Conversely, principle of McGregor theory X and Y prioritize the involvement of
people or the organization as a whole to achieve a long-term success and planning. Arslan
and Staub, (2013) mentioned that psychological interaction between the management of an
organization as well as subordinate employees are wide in nature. This means before going
into the implementation of a big initiative, the organization must have to take are of its
employees. It is certain that organization cannot its purpose without its people; thereby, to
enhance or achieve an improved performance for the business it has to strengthen its relation
with its employees. According to Mohamed and Nor (2013), the best way to take care of the
employees, is to find what motivates or please employees. Thus, to take this fact into
consideration, several theories have been formed but particularly theory X and Y deals with
the motivational elements revolving around employees’ behaviour towards the organization.
Theory X and Y is worth considering in an educational institution because its principles are
focussed on developing a positive management style. However, Pathak et al., (2015)
commented that Theory X may not be appropriate for development of an institution because
considering employees lazy for a particular job and penalize them for their consequence often
produces poor result.
Unlike, Deming’s 14 point theory, McGregor theory X and Y is not controlled from
the top; this means that managers and supervisors in the middle of a structure of hierarchy,
being inspired from managers put the workforce under strict vigil and especially in an
educational institution, holding the perspectives that employees dislike work or avoid
responsibility is barrier in deriving a desired result. To run a school or any form of
educational institution, employees’ involvement in each task should he prioritized and
development of such perspective should begin from the top management of the organization.
In order to operate or perform school activities, leaders should frequently interact with all